How To Give Feedback Like A Pro: Words That Build Trust And Accountability

Feedback is one of the most powerful tools we have for developing talent in law firms — but it’s also one of the hardest to get right.

Not because we don’t know what to say.

But because we’re not always sure how to say it.

That’s especially true for Partners juggling high-stakes matters, demanding clients, and growing teams. The instinct to “just get through it” often leads to vague feedback like “You’re doing fine” or “Be more proactive.”

Helpful? Not really.

Actionable? Definitely not.

The good news is: you don’t need long writeups or intense prep to give meaningful feedback. You just need the right language.

Here’s a guide to phrases that can help Partners deliver feedback that’s clear, constructive, and motivating — even in the busiest of schedules.

🔹 Start With Strengths

Positive feedback builds trust and confidence. It also reinforces what you want Associates to repeat.

• “What you did really well was…”
• “Your handling of [X] stood out because…”
• “The clarity of your writing made this brief easy to follow.”
• “You showed strong judgment in how you approached the client call.”
• “I appreciated your initiative on [project/issue] — it didn’t go unnoticed.”

These aren’t just compliments — they’re signals. They tell Associates, “More of this, please.”

🔹 Introduce Development Areas with Care

When feedback is critical, tone matters. The goal is to encourage growth — not discourage effort.

Try phrases like:

• “One area for growth might be…”
• “I’d encourage you to focus more on…”
• “You may want to think about how you approach [X] in future assignments.”
• “Here’s something that could help elevate your work even more…”
• “Next time, consider taking a different approach to…”

These open the door to change without shutting down confidence.

🔹 Use the SBI Framework (Situation – Behavior – Impact)

Sometimes you need to give sharper feedback. The SBI method helps make it specific and balanced:

• Situation: When and where it happened
• Behavior: What they did (not who they are)
• Impact: What effect it had

Example:

“In the [client call on Tuesday], you [interrupted the client mid-sentence], which [seemed to throw them off and changed the tone of the meeting]. Next time, try waiting for a full pause before jumping in.”

It’s honest, clear, and focused on the behavior — not the person.

🔹 Encourage Reflection

The best feedback is a two-way street. Reflection questions prompt Associates to think more deeply about their own work:

• “How do you feel that went?”
• “What would you do differently next time?”
• “What was your thought process behind that decision?”
• “What did you learn from that experience?”
• “What support would help you improve in this area?”

These questions shift the conversation from critique to coaching.

🔹 Use “Start / Stop / Continue” for Structure

Short on time? Use this classic structure to keep things focused:

• Start: “Start taking more ownership of early-stage drafting.”
• Stop: “Stop waiting for full instructions — trust your instincts more.”
• Continue: “Continue asking thoughtful clarifying questions during prep.”

It’s simple, but highly effective — especially during reviews or post-matter debriefs.

🔹 End with Support

Don’t forget to land on a supportive note. Even when the feedback is tough, Associates should walk away knowing you’re in their corner.

Try:

• “I’m sharing this because I want to see you succeed — and you’re already on a great path.”
• “You’re progressing well. Let’s keep sharpening your skills in this area.”
• “This is a normal part of development — we’ve all been there.”
• “I’m here if you want to talk more about how to work on this.”

That closing line often determines whether feedback lands… or lingers as self-doubt.

Final Thought

The truth is, partners don’t need more time to give great feedback — they just need the tools to do it better, faster, and more naturally.

Professional Development teams can play a huge role here by:

• Creating cheat sheets or feedback phrasebooks
• Embedding frameworks like SBI or Start/Stop/Continue into review templates
• Coaching Partners to tailor their language based on the Associate’s needs

Because when we make feedback easier to give, we make growth easier to receive.

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